Future work design research and practice: Towards an elaborated model of work design

Abstract

Developments in work design theory have not kept pace with the changes occurring in the organizational landscape. We propose a theoretical framework that specifies five categories of work design variables that span individual, group and organizational levels of analysis. Specifically, we propose an elaborated model of work design that includes: systematic consideration of antecedents of work characteristics; expansion of the traditional range of work characteristics to include aspects salient to the modern context; extension of the range of outcome variables beyond the existing narrow focus on affective reactions; analysis of the mechanisms, or processes, that explain why work characteristics lead to particular outcomes; and consideration of contingencies that moderate the effects of work characteristics. We argue that the particular choice of work design variables should be guided by theory and an analysis of the organizational context.

The effect of autonomy, training opportunities, age and salaries on job satisfaction in the South East Asian retail petroleum industry

“…The significance of job design is well established in the HR literature with several researchers having proposed that job characteristics and job design have varying impacts on the levels of job satisfaction of employees (Crede, et al 2007;De Varo et al 2007;Parker et al 2001;Rabinowitz and Hall;1977;Sims, Sziagyi and Keller, 1976). According to the JCM, skill variety, task identity, task feedback and autonomy, have a linear function with job satisfaction.…”

“…Despite all the research into the JCM, one specific criticism of the model itself, and the research that followed, is the lack of attention paid to the individual or contextual factors that may moderate the predicted relationships (Parker et al 2001). Dodd and Ganster (1996) provided evidence that contextual factors such as type of supervision, type of co-workers, and satisfaction with pay, also played a moderating role on job satisfaction.…”

“…with varied contextual factors, particularly in the service sector to identify whether the relationships predicted by the model still holds true (DeVaro et al, 2007;Parker et al 2001). For example, recent literature suggests that there is a need to take a holistic perspective by examining multiple variables in addition to those specified by JCM.…”

“…National culture is another key contextual factor that merits attention as theories and findings in job design are predominantly from the West. Cultural differences in employee responses to job enrichment remains an under searched area (Parker et al 2001). A related and pertinent debate currently ensuing in HR literature is whether it would be logical to merge the available conceptualizations of HR practices in the Asia-Pacific region, notably China, Hong Kong, Japan, Singapore, Indonesia and Malaysia to form an Asia-Pacific HR model.…”

Triggering Employee Motivation in Adverse Organizational Contexts: “Going the Extra Mile” while Holding Hands with Uncertainty?

“…Hackman & Oldham, 1980;Hersey & Blanchard, 1986;Houkes, Janssen, de Jonge & Nijhuis, 2001;Parker, Wall & Cordery, 2001;Houkes, 2002). So, these perspectives suggest very clearly that the job characteristics and the structure of jobs may have properties that activate the employee's motivation, which emphasizes the importance of the individual-job relation for this purpose.…”